-Transformational role, to determine sustainable strategy for profitable growth as a premium player.- Converting organisation to a customer centric organisation, both B2B and B2C.- Identification of strategy and plan to arrest decline of business.-CX program to understand the customer decision journey, pain points, and unmet needs to identify differentiation and how to command and support premium positioning in a category with a tendency towards commodification.- Re-defined segmentation, targeting and progress tracking, for results delivery.- Put customer/consumers at the heart of the business, and voice of customer to drive objective business decisions-Managed the identification and development of Innovations pipeline and lead generation program.- Developed a country Strategic marketing planning framework to move countries away from activity based plans disconnected from clear objectives, and strategies, including ‘call to actions’ to encourage diagnostics- Development Digital marketing strategy, to convert non-users to the companies branded product and service portfolio.- Developed turnaround strategy and plan for key markets.

- P&L responsibility for USD 560 Million business, for fuels, and lubricants additives across Passenger Vehicles, Commercial Vehicles, Driveline, Industrial.- Commercial Role with B2C and B2B marketing.- Upskilled the marketing team using B2C structured approach and improved competences, to learn the art of identifying 'white spaces' to differentiate Afton from its competitors, through the use of Consumer insights to aid the finished lubricant and fuels branded companies market themselves better. - Grew turnover of the business by 15% and bottom line by 4%, through Operational excellence improvements, clarity of the 'Winning Path' by developing effective targeted strategies, better integration of new business opportunities, lead generation, insights and differentiated product and service propositions, and a common alignment between Sales and Marketing.- Improved the processes, communication, competences and integration of the sales team, as related to Account plans, route to market and distributor management. - Lead the development and execution of Pricing framework and strategy including tools and formalised structured reviews to ensure company was able to capture more value, hence improve unit margins .- Managed integration of Supply chain solutions as part of the a drive to improve competitiveness and more value extraction.

- Set up and staffed Global Marketing Function- Brand Strategy Development- Brand Harmonization and elimination of non core brands- Defined for 1st time Brand Proposition and Positioning for 3 core Global Brands for Passenger Car Motor Oils (PCMO), Commercial Vehicles (CVL) and Motorcycle Oils (MCO).- New Product Development - RTB development for core Brands.- Global SKU rationalisation to reduce working capital and improve efficiencies.- Development of communication, through conventional and digital platforms from creative through to execution.- Digital Content creation.- Global Marketing competence development.- Market Entry Strategy.- European Business Turnaround.